On today’s episode of Science 4-Hire, I’m speaking with Jenna Alexander, Randstad’s global vice president of internal talent acquisition. She recruits recruiters for recruiters, so she’s pretty heavily invested in what a good recruitment experience looks like and how to nestle talent assessment processes within recruitment.
Alexander started at Randstad during a unique moment in time — the height of COVID-19 — when everything that could be remote was. That significantly influenced her approach to assessments and hiring.
“It was this remote approach that led us as a business to rewrite the rule book and create a new approach to how we as a business recruit for ourselves,” she says. The lessons learned from updating in-house processes are being used by Alexander to transform recruiting for her recruitment process outsourcing (RPO) and managed service provider (MSP) clients.
If you’re curious how a global HR solutions company is rewriting the future of hiring — and how talent assessment processes play a vital role in that — look no further than my conversation with Jenna Alexander.
Why Fun Matters
Alexander has an interesting angle when it comes to integrating talent assessment processes during hiring. “We know that our recruitment methodology needs to be simple, effective and fun,” Alexander says. Yes, you read that right — making the assessment process fun is a priority for Alexander and her team.
“When you’re enjoying yourself and you are relaxed, you come out as your best version of yourself,” Alexander says. The result is better, more accurate information on each candidate, which leads to better hiring decisions.
Although Randstad’s hiring and assessment processes are largely virtual, Alexander has emphasized translating the human touch to the screen. “We’ve made sure that each candidate has that unique online virtual experience, but then so do our hiring communities,” she says, referring to her RPO and MSP clients.
It’s important that candidates see the value in assessments rather than perceive them as tests or busywork. That’s why Alexander and her team have personalized the process.
“We communicate them as being a proactive tool to be able to help talent reach their full potential,” Alexander says. “I see that as a positive, right? I mean, maybe some people don’t, but it’s not supposed to be invasive. it’s supposed to be helpful.”
Discovering Success With Assessment Tech
Alexander and her team have invested in the best modern technology to drive the talent assessment process. “The candidate experience is fully virtual and tech-enabled,” Alexander says. “The hiring community is very much tech-enabled. And then so are all the algorithms in the background.”
Those algorithms are driven by smart artificial intelligence and can make predictions about candidates based on their assessment responses.
But implementing the latest tech isn’t their only focus. “We’re also starting to consider the successes that come with it,” Alexander says. “So there’s no point introducing this new, flashy, modern, sexy approach to assessments — transformative, digital and tech=enabled — if you can’t actually start seeing the success factors behind it.”
Assessment tech can evaluate skills and abilities, but it also offers insights into a candidate’s value alignment and potential job satisfaction. Some of the metrics, or “success factors,” that are most important for the Randstad team include speed to competence, employee happiness in their roles and whether employees feel the company culture enriches their lives.
The Future Is in Facts
Data is essential for hiring the right people. Luckily, talent assessment processes generate tons of it. And because many of these updated processes are uncharted territory, Alexander relies on that data to monitor success factors and refine her assessment program.
“The key for us is to make sure that data demonstrates that we are doing the right things, because this is a constantly fluid, moving growth phase for us,” Alexander says. She’s keen to apply what she learns to Ranstad’s in-house processes and with her clients.
“It takes a lot of time to be able to build that data set and then analyze those trends, but we have started that journey,” Alexander says. “So once we’ve done that depth analysis, this then allows us to take those findings to clients through proven success because data doesn’t lie, data is not emotive, data is pure fact.”
Assessments have been viewed in a thousand different ways — but only some of these ways are ultimately successful. “When simplified and fun, when they are used properly, they allow an organization like ours and our hiring community to hire talent based on the strengths that they bring and their natural traits,” Alexander says.
People in This Episode
Catch Jenna Alexander on LinkedIn.
Read the Transcript
Announcer:
Welcome to Science 4-Hire with your host, Dr. Charles Handler. Hiring is hard. Pre-hire talent assessments can help you ease the pain. Whether you don’t know where to start or you just want to stay on top of the trends, Science 4=Hire provides 30 minutes of enlightenment on best practices and news from the front lines of the employment testing universe. So get ready to learn as Dr. Charles Handler and his all-star guests blend old-school knowledge with new-wave technology to educate and inform you about all things talent assessment.
Dr. Charles Handler:
Hello, everybody. Thank you so much for spending your time listening to the latest edition of Science 4-Hire. Today, I have a very interesting guest representing a point of view that I don’t think we’ve ever really had on our show before, and that is Jenna Alexander, who is the global VP of internal talent acquisition for Randstad. Welcome, Jenna.
Jenna Alexander:
Thank you. It’s great to be here.
Dr. Charles Handler:
As I always do, I always feel that who knows our guests better than themselves? So, if you would be so kind as to just introduce yourself to the audience and tell us a little bit about what you do and what your background is.
Jenna Alexander:
Absolutely. My name’s Jenna Alexander. Hi to all the listeners. I am from a very small town in Zambia, and I have had the great pleasure of being able to work all over the world as a result of my career. My background has always been people-focused, and many moons ago, I embarked on a career in recruitment. So, I started as a staffing recruitment consultant, and I worked my way up to leadership within that matrix. And then I made the move into internal talent acquisition, servicing very forward-thinking, fast-paced and progressive global organizations to ultimately be able to achieve their hiring goals.
A few years ago, I joined Randstad as the leader of our internal talent acquisition function, and I look after the global enterprise solutions — and that focuses on recruitment outsourcing solutions, so RPO, and managed services, so MSP. And we do that for clients in multiple industries, and that could be anything from tech to pharma, finance and so on.
I joined Randstad in the height of COVID and the global pandemic. So, my entire interview process was remote. My employee experience for the first year and a half was remote. And it was this remote approach that led us as a business to rewrite the rule book and create a new approach to how we as a business recruit for ourselves and, as such, can then recruit for our RPO, MSP clients.
Dr. Charles Handler:
So you are essentially, right now, hiring people who hire people, right?
Jenna Alexander:
Yes. I recruit recruiters for recruiters, I suppose is the baseline of it.
Dr. Charles Handler:
Yeah, that’s pretty cool. So what we’ll talk about today is — and I’ll just admit it initially, I thought we’re just going to talk about how you all use assessments as part of that RPO and staffing business. But I think there’s a better lesson here which is, how are you using tools like that internally and learning about those tools so that you can then gain the experience and organization to put your best foot forward when you do start approaching clients. We’ll definitely talk a little bit about how you use it in volume hiring, or what the vision is, but I think it’s important to ground ourselves just in what you all are doing now.
And I do know through my travels of 25 years in hiring talent, acquisition testing, all that good stuff, that you all have been a big user of assessments over the years. So, can you tell us a little bit about just the general history that — obviously you haven’t been there super-long — where it is internally for you all in the assessment world?
Jenna Alexander:
So, Randstad itself — and we touched on it, with circa 40,000 employees, this is a large organization and we operate across multiple countries and cultures. So U.S., Canada, South America, U.K., EU, Asia, and ANZ. So, we’re also multiple businesses under one global banner, which in itself makes us quite a unique operation, but then also rather complex and complicated to navigate when it comes to internal talent acquisition and then the assessments attached. So, because of global matrix structure, and considering our internal recruitment and our assessments and our journey that we’ve started and where we want to get to, we know that our recruitment methodology needs to be simple, effective and fun.
Dr. Charles Handler:
Fun, I like hearing that.
Jenna Alexander:
Well, fun allows people to relax, and relaxed means that people enjoy themselves. And when you’re enjoying yourself and you are relaxed, you come out as your best version of yourself versus being in a high-pressured situation or a negative or, I suppose, abrasive environment — it’s just a completely different thing. And, we also took into consideration that regardless of someone’s personal life circumstances or our business events or world events. So let’s say, being a working parent or going into a global lockdown, as example, we wanted to make sure that what we did from an internal talent acquisition perspective and how we assessed talent, we wanted to keep that in mind. So, the two key drivers for us, and where we’ve ended up where we are, and what our thoughts are on the future, and future-proofing ourselves in this fairly volatile world, is we consider two things.
Firstly, how do we ensure that we are accessible for everyone, regardless of their personal circumstances, and how do we then make them feel more comfortable so that they perform at their best? Number one, putting the candidate experience to one side, we also wanted to consider how do we navigate our own internal recruitment processes through such tumultuous times, as we are now? And how do we make sure that we are then not hindered by the shifts in the business worlds and economies?
And I suppose going back to what happened with the global pandemic and my own personal experience of working fully remotely and not physically meeting anyone, it was absolutely important that we made sure that not only our employee interaction but our talent candidate application interaction was first class so that people didn’t feel isolated. They actually felt that they were in the room building a relationship with someone because you get a lot more from it.
And there’s a lot more heart behind it, there’s a lot more emotion, there’s a lot more warmth, but that wasn’t necessarily an option, and the world has changed so much since that we need to make sure that we provide for all of those options. And ultimately, those are the key reasons as to why our talent engagement platform was born.
Dr. Charles Handler:
Wow, awesome. I hope our listeners are taking notes there because what you just said is music to my ears. We coach people a lot — “Make it candidate-centric, make it friendly” — and sometimes it’s hard to know exactly how to do that. I have a phrase that I always liked to throw out there, which is, “Nobody really likes taking tests.” Right? So, how are you going to put the experience of doing that into a light that allows people to have the emotions that they need to be their best selves and relaxed and feel good about you as an employer?
So, do you have some examples or narrative about how you’ve accomplished the things that you just are talking about in a little bit more detail? How do you evoke that feeling that you’re looking for? And have you built that into your process?
Jenna Alexander:
We’ve made sure that we’ve kept the process really simple and personalized. So, what we’ve done is, we’ve made sure that each candidate has that unique online virtual experience, but then so do our hiring communities. And ultimately, Charles, that’s the key thing here. You want both parties to arrive into this virtual environment — whether they are on the go, in the car, in an office, at home, cooking dinner, putting the kids to bed, whatever the case is — you want to be able to make sure that you compliment their lifestyle. And that will automatically put both candidate and hiring community at ease. And, that’s what we tried to do with this, I suppose, virtual platform that we introduced, was making sure that it was easy to navigate. So you log on, and the system leads you through the process. There’s no ambiguity, you are not having to read tons of context in order to figure out how to move from step A to step B.
It is very intuitive and very easy to navigate, which means that — going back to what we were aiming for, we wanted something easy, effective and fun. And we took as much stress out of the assessment and interview process as possible. Because assessments, you alluded to it earlier, people see them as tests and in some cases, when not treated in the right way and not communicated effectively, they will look and feel and be treated like tests.
But at the same time, if you can mold that into something that’s a little bit more engaging — and to give you an example, Charles, if I asked you to come and do one of our assessments, I would then have a more personalized approach to it. And I would sit down with you afterwards and talk to you about those natural strengths that are being brought to the table. We would talk to you about the opportunities to be able to develop you, but ultimately those assessments, we communicate them as being a proactive tool to be able to help talent reach their full potential. I see that as a positive, right? I mean, maybe some people don’t, but it’s not supposed to be invasive, it’s supposed to be helpful.
Dr. Charles Handler:
Yeah, that’s great. I really like what you’re saying here, and part B of my line of nobody likes taking tests is in the same flow is, we really have moved, or are moving, or should be moving from tests to experiences, right? So, you’ve just articulated very clearly how that motion is happening, and it is all about how you spin it. I mean, there’s a lot of great research out there from the Talent Board, their candidate experience stuff, I can’t plug that stuff enough. They survey lots and lots of job candidates globally, and always comes back every year: Candidates appreciate an opportunity to demonstrate what they can do, and they really like to get some feedback. Because how often do you get that? So from a technology standpoint, what’s the technology that enables you to accomplish what you’re looking to do? How do you have that set up?
Jenna Alexander:
So, from the technology perspective, the technology is all very much virtual. So, the candidate experience is fully virtual and tech-enabled. The hiring community is very much tech-enabled. And then so are all the algorithms in the background. We’re also starting to consider the successes that come with it. So there’s no point introducing this new, flash, modern, sexy approach to assessments and all transformative digital and tech-enabled if you can’t actually start seeing the success factors behind it.
We’re still in our infancy here, Charles. We certainly haven’t written the playbook, and we’re figuring it out as we go, as I think a lot of organizations do. And I imagine a lot of your listeners are thinking, “We’re trying this, as well, what’s going to come of it?” Maybe that’s your next fireside chat, bring a few people together who have done this.
But what we’re starting to look at now as we’re collecting those data points is a few key things. Based on the technology around the assessments where we can assess someone’s natural strengths, their natural behaviors, their natural traits against different job families, what is this feed to competence? So has there been a shift in terms of their speed to their true potential based on the technology and the algorithms in the background, the smart AI, that’s supporting us? We also have a look at the retention piece now. So, are people happy? Did the technology in the algorithm support not only the justification of the hire and the speed to competence, but are people happy in the roles that our technology suggest that they would be happy in? So are they happy? Is our organization a culture-add to their lives? And does what we do as a business bring them a sense of value and job satisfaction?
Because that, ultimately, means between the retention and the speed to competence, that we are then increasing the performance of our business. A happy employee works well. They’re proud to do an amazing job, and bringing that speed to competence and the retention together, what is the uptick in our performance now?
One of the most important things is also looking at inclusion. Are we being authentic? Because inclusion is not about considering in the recruitment process different diverse talent pools. Inclusion is about us being authentic, us being fair to every candidate that comes through our process, and are we also, through our technology and the candidate experience, are we encouraging and empowering talent to be authentic themselves? Bring your best self forward, that’s utopia. You want candidates to feel that, you want hiring managers to feel that because then they can build that energy, that synergy in the room. And that’s priceless, I think.
Dr. Charles Handler:
Yeah, what you’ve just talked about really speaks to one of the most important things of any assessment program, which is to actually collect some data and look at how well the tools are doing, what you expect them to do, what are the results that you’re getting? And I know it’s hard to organize that data and collect that data internally and spend the time doing all that work, but it’s such essential work because then you build that business case and the business can understand that this is a profit center. Hiring is a profit center. So any details you want to share about the outcomes process, are you, you’re actively harvesting these datas on — I would almost call them KPIs and then making sure you’re comparing those back to the assessment results, right? That’s the paradigm, I’ll call it validation, but you don’t always have to call it that.
Jenna Alexander:
No, absolutely. And it’s validation that we are doing the right thing as a business and that our employees are happy. And we are constantly using the data from assessments from our employees surveys to make sure that our people are happy because people are at the heart of what we do. It’s not just internally, but we do this for clients, this is our bread and butter, we’re an HR solutions and service business. People are our business, so it’s our No. 1 priority. The tricky thing with data is it takes time to collect. You can’t start assessing the data within a short period of time. You’ve got no legacy or historical data or trends to be able to build on. And I’m certainly not an analyst, not by any stretch of the imagination. So again, maybe that’s the next one, analyzing data in the HR solutions.
Dr. Charles Handler:
You don’t have to get too deep into that.
Jenna Alexander:
No, but it’s all about, at the moment, us being able to see, last year and this year, we’ve had phenomenal years. And our success is not down to market conditions. Our success is down to the talented individuals in our business that are driving this business forward. We’re a progressive brand. We’re looking at hiring three times our current size. Our growth model for the next three years is incredibly aggressive and in the most positive sense. We would not have that positive outlook and that gung-ho approach if we did not already see the first signals of success through our assessments and our hiring of talent. But it’s not just hiring top talent, it’s about investing in them once they’re in the business, too.
So, my No. 1 priority is hiring people into the business. But my other No. 1 priority is making sure that our internal talent has the opportunity to have the career vitality. So whether they’ve been here six months or five years, there’s other opportunities in the business that align to their strengths, to their traits, which we can see through assessments, which means that we can move them into different areas of the business so that they are growing, too. And ultimately, longevity of talent in a business means loyalty. Loyalty drives more knowledge, and knowledge in the market ultimately means success for a business.
Dr. Charles Handler:
I love that phrase, career vitality. I wouldn’t be surprised, if after this episode airs, you have a giant spike in job applicants to work at your company. You’re doing a great job of really positioning yourselves, and to your point, I feel like you’re being very authentic about it. That’s super-cool. The fact that you all are planning and executing so much growth — and your job is to hire people for companies, right? To help them with the burden of the hiring process through your expertise, and technology and systems. That says a lot to me about the fact that we should not really be too afraid that all of a sudden hiring is going to stop, or that even though we’re in very tenuous, wacky times with the global economy, jobs are important. People move in and out of jobs all the time, and there’s a lot of growth coming out of COVID in new areas.
So many people are reinventing themselves and, when they do that, they need to reinvent the talent equation a lot of times to be able to keep up. So just for our listeners to note, here’s someone who’s part of a — and believe me, you all didn’t decide to make those decisions, I can feel comfortable saying this, without some kind of analysis and study. I mean, you’re looking at the big picture and making some bets on how things go.
And I think it’s important because we just get so much nowadays of, “Oh, what’s going to happen? Hiring’s going to go away. People aren’t going to want jobs. They’re quiet quitting. They’re reinventing themselves.” And that is happening, and it’s wonderful, but there’s billions of people in the world, and billions of jobs, and just let’s not be afraid to plow forward with our initiatives to meet the world where it’s at and help craft its future.
Jenna Alexander:
Well that’s it. And I think one of the key things to also remember when you think about crafting the future, is when you look at assessments, they give you a really good view into future talent. So I’m talking about individuals who don’t necessarily have a professional career yet, they don’t have experience. And, those assessments, and using them as part of your recruitment methodology, allows you to see someone’s true potential and how you can harness that.
So, bringing in placement near students, graduates, apprenticeships. Using assessments, personally, I think it mitigates the level of risk because you are not just you using a competency-based interview guide and, to a certain extent, your initiative and intuition, you are also using science as a justification point to help you make that hiring decision and put the right individual development plan in place for rising talent because that’s how you safeguard your business, as well. It is looking at future talent and not just the people who are in the workforce right now.
Dr. Charles Handler:
Yes. Awesome. So you’re doing all the right things. I couldn’t have scripted it better in terms of how I would think about the things you’re thinking about. So tell us a little bit now about how you might or are likely planning to apply what you’re learning internally with your large-scale hiring to the use of assessments and the same principles for your clients, for the applicants that you’re going to be screening for them.
Jenna Alexander:
Yeah.
Dr. Charles Handler:
Talk about that a little bit and the bridge that you might be building there.
Jenna Alexander:
And there’s so much to consider. So going back to my thoughts around the data, and looking at speed to competence and retention performance inclusion, the key for us is to make sure that data demonstrates that we are doing the right things because this is a constantly fluid, moving growth phase for us. We certainly haven’t embedded it or cemented it and nailed it down. And because of the different generations that are coming into the workforce, we do have to constantly check that data. But there’s so much to consider. It takes a lot of time to be able to build that data set and then analyze those trends. But we have started that journey. So once we’ve done that depth analysis, this then allows us to take those findings to clients through proven success. Because data doesn’t lie, data is not emotive, data is pure fact.
And we believe that, in itself, will drive that further confidence with our clients, both today and in the future, in their partnership with us. And it will further demonstrate our ability to be the No. 1 HR solutions and services provided to their needs. So, everything that we do, people is very much at heart. We talk in Randstad about being human forward. We also talk about tech and touch, which means that we use technology in order to help us build that human-centric forward approach, so that we can then make those meaningful moments.
So, it’s really about finding that balance between tech — between, let’s say, emotional intelligence, and that people element, and the data. So we’re still on that journey. We have great relationships with organizations, and some organizations we have no relationship with yet. But data allows us to be able to sell the concept, and so do success stories, Charles.
Dr. Charles Handler:
Yeah.
Jenna Alexander:
We’ve had these assessments and this methodology for about a year, year and a half max now. So we’re starting to be able to watch people’s careers flourish. And nothing speaks louder and bolder than someone who has had that phenomenal opportunity drive their careers, all because of the deeply embedded assessments and the science behind how we recruit. And that’s the true art of recruitment, isn’t it? It’s the success that comes two, three, five, 10 years down the track. So still a work in progress. We are talking to our clients about the things that we are doing. We’re telling them about some of the mistakes that we’ve made. We’ve told them about how we’ve rectified those mistakes, and we’re talking to them about how we are trying to build this ultimate shop window. As a HR solutions provider. It’s important that we do that. It’s a bit like being a cobbler with the worst shoes. You don’t do that. So —
Dr. Charles Handler:
No.
Jenna Alexander:
This ultimately is a constant work in progress, but I’m super-excited about it. I’m seeing the signs of success and the opportunity that comes with all the individuals that have joined our business, but also the people in our business. I’ve never seen such a desire to complete assessments and wanting to know more about yourself, and do the assessments really work? And I always giggle to myself because people turn around and go, “Yeah, that’s accurate, that’s me.” But those stories is what will sell it to our clients. And it’s something that we are starting to talk about with them, with our tech providers.
Dr. Charles Handler:
It’s about scaling that authenticity, right? And being able to extend that, which isn’t always easy? I mean, when you scale anything, you risk dilution, and there’s some choices you have to make too. But it sounds like you are very dedicated to doing that. So that’s awesome. And I think that — I’m just going to be completely candid, too. I mean, I’ve worked with a lot of RPOs over the years, and a lot of times assessment to the people that are on the front lines is seen as a barrier. “OK, our job is to get this many people through. People aren’t going to want to take the assessments, so therefore we’re going to have a lot more trouble getting people into the pipe.”
And that’s how we’re evaluated. Sounds like you all are a little different, but how are you going to hedge against that? How do you make sure that value proposition is just baked really deeply into what you’re doing? I mean, it sounds to me like — I’ll answer my own question just saying I’m sure the data and the results are a big piece of that. But I’m sure you’ve thought about that challenge and are going to tackle that as you roll this out more broadly. So, any words about that?
Jenna Alexander:
Yeah, I mean, assessments, they can be seen as a hindrance, they can be seen as a blocker, they can be seen as slowing down the process, complicating the process, I’ve heard it all. At one point in my career, I might have said it, too. But assessments in the truest form, and when simplified and fun, when they are used properly, they allow an organization like ours and our hiring community to hire talent based on the strengths that they bring and their natural traits. And you spoke about it a little bit earlier, it’s that shift of look what this person can bring to the table because everyone has different skills that they can bring to an organization. It’s about making sure that you align them to the correct career path for them, right? So it’s almost a duty of care. And, I believe that assessments allow us to harness someone’s potential.
And, when you hire someone, you are responsible for their career and helping them grow, you’ve got to invest, you’ve got to invest in that person, but at the same time, the assessments also allow you to mitigate the risk of a mismatch hire. So again, you are ensuring longevity, you are creating loyalty, two-way loyalty, and with that comes growth, it comes knowledge. And ultimately, by having those loyal employees in your business, through assessing them the right way, make sure that you take market share.
So yes, you can say that assessments are, they’re a short-term pain. Yes, they are. They take an extra 15 minutes to 30 minutes of your interview process. But for that 30 minutes of pain, you could be looking at five, 10, 15, 20 years of business success because you made the right hiring tiring decision, and the right person is in the right job. So I think that 10 years mitigates that 10 minutes of risk, right? Or the 10 minutes of pain of doing the assessments. And I think that’s what we all need to look at. I get that it can be painful. I get that, in some cases, you want to move as quickly as possible. But if you move too quickly, you can make some fatal and sloppy errors. You can’t afford to do that as an RPO, you just can’t.
Dr. Charles Handler:
No. And here’s something that I just thought of, the more that you use assessments and provide a positive journey for your own applicants who will be hired to hire other people, the more they’ll believe in the fact that assessments are valuable. So, by using them and making them such a core part of what you’re doing — and such a positive part of what you’re doing — it seems like you’re going to create a culture amongst the folks that are recruiting for your clients of belief in these things. And to me that barrier being removed really opens up the possibility for the data, as you mentioned earlier, the assessment data to be looked at holistically by your experts. So I love it, what a great point of connection.
You’re really building some proof that I think will have some legs. So as we close out, what a fantastic interview today. Just quickly as far as the staffing industry goes, what do you see as the future of the industry? Just a few words about — and we’ve talked about a lot of things today that a lot of people listening, it might feel like the future to them, right? So I’m not talking about the things that you’re doing today that we’ve discussed, but beyond that even, what changes can we expect, let’s say 10 years from now even.
Jenna Alexander:
Yeah, I always like to wrap up on a positive, but I am ever the realist, Charles. And I do think our industry is going to become a lot more challenging and probably the most challenging that we’ve seen it. And I think a lot of recruitment professionals would agree with me. Talent scarcity is real, Global inflation is terrifying, and those of us in the industry and HR solutions industry, it means that there is no room for error. We’ve, of course, we’ve started talking about talent scarcity and how we can address that to make sure that we are pioneering the growth of our talent pools for our clients and for ourselves. So we continue to try and future-proof our business, and we are doing it on a daily basis. But I shouldn’t really share what we think we are going to do because at the moment —
Dr. Charles Handler:
No worries.
Jenna Alexander:
— it might make a difference between whether or not we are the most competitive in the market or not. But —
Dr. Charles Handler:
Sure.
Jenna Alexander:
Figuring out a way through talent scarcity at the moment and then mitigating the scare that comes with global inflation, I think, are the key things that our industry need to consider. Because you’ve got to be able to classify and make your hiring communities comfortable that they should keep hiring, but you also need to make sure that talent is happy to leave their current job and start something new.
Dr. Charles Handler:
Yeah, so that’s a trend, right? There’ll be a lot more looking at even passive job seeking. I mean, that’s always been something that people want to do, but with less active job seekers, that relationship building with people who do have a career is good. And then, of course, the more you invest in your people, the less likely they are maybe to want to move when people approach them. So, it all comes together really well. Yeah, so thanks so much. Give yourself a shameless plug or any opportunity for you to let our listeners know how they can follow you, specifically any places.
Jenna Alexander:
I am very easy to find on LinkedIn, and if you very simply search Jenna Alexander Randstad, I’ll come up. And by all means, anyone who has any commentary or feedback or suggestions, based on what we’ve talked about today, Charles, or if anyone’s looking for a job, I would always try and point them in the right direction to the right people in our business that look after their area of expertise or support the more rising of, let’s say, future generation and talent. So Jenna Alexander Randstad. I think if you search it on Google, too, it comes up, which is quite terrifying for me because I’m easily found.
Dr. Charles Handler:
Yep. It’s hard to hide these days, even if you want to.
Jenna Alexander:
Indeed.
Dr. Charles Handler:
Well, thank you so very much. What a great interview, and I look forward to seeing the good things y’all do in the future.
Jenna Alexander:
Thanks Charles. Absolute pleasure.
Dr. Charles Handler:
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